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Hidden agendas, power and managerial assumptions in information systems development: An ethnographic study

Michael D. Myers (Department of Management Science and Information Systems, University of Auckland, Auckland, New Zealand)
Leslie W. Young (Department of Management Science and Information Systems, University of Auckland, Auckland, New Zealand)

Information Technology & People

ISSN: 0959-3845

Article publication date: 1 September 1997

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Abstract

A number of researchers have drawn attention to the way in which information systems development is an inherently political activity. Using the critical social theory of Jurgen Habermas, discusses the development of an information system in mental health. Using critical ethnography, reveals otherwise hidden agendas, power and managerial assumptions to be deeply embedded in the project. Raises broader questions about the extent to which information systems can be seen as “colonizing mechanisms”.

Keywords

Citation

Myers, M.D. and Young, L.W. (1997), "Hidden agendas, power and managerial assumptions in information systems development: An ethnographic study", Information Technology & People, Vol. 10 No. 3, pp. 224-240. https://doi.org/10.1108/09593849710178225

Publisher

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MCB UP Ltd

Copyright © 1997, MCB UP Limited

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